Please use this identifier to cite or link to this item: https://hdl.handle.net/10419/317299 
Year of Publication: 
2018
Citation: 
[Journal:] Journal of Business Economics and Management (JBEM) [ISSN:] 2029-4433 [Volume:] 19 [Issue:] 3 [Year:] 2018 [Pages:] 521-543
Publisher: 
Vilnius Gediminas Technical University, Vilnius
Abstract: 
This study seeks to investigate how top management team (TMT) diversity as a double-edged sword influences a firm's resilient performance in abruptly dynamic environments and how TMT group longevity moderates this relationship. Abruptly dynamic environment is characterized by low-frequency, substantial magnitude, and high-degree irregularity of change. Utilizing 168 listed electronics firms in Taiwan as the sample, this study incorporated the context of the 2008 global financial crisis as a naturally quasi-experimental setting and adopted a less investigated performance metric, firm resilient performance, to investigate how the two most researched types of TMT job-related diversity (i.e., educational and functional diversity) influence firm resilience in such environments. The results suggest that in abruptly dynamic environments, TMT job-related diversity negatively influences firms' resilient performance, and TMT longevity significantly moderates this relationship. This study makes unique contributions to the upper-echelons literature by investigating the effect of TMT diversity in a naturally quasi-experimental setting featuring abrupt environmental dynamism.
Subjects: 
dynamic environments
global financial crisis
resilient performance
top management team diversity
uncertainty
upper echelons theory
JEL: 
E39
L25
G01
M14
D89
M19
Persistent Identifier of the first edition: 
Creative Commons License: 
cc-by Logo
Document Type: 
Article

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